Abstract:
The manager’s ability to influence their stakeholders to
accomplish desired objectives is an essential element of a
managerial effectiveness. It is considered imperative to
completely understand the influence processes to effectively
decide which tactics is most appropriate and practicable in a
specific managerial role and organizational culture.
The present study examined the differences among
Interpersonal, Informational and Decisional managerial roles in
selection of influence tactics in different managerial roles in
a normative public sector organization. The differences were
evaluated with an aim to examine the frequency of use and degree
of effectiveness of influence tactics used by the Pakistani
managers on their subordinates. Finally, descriptive statistical
analysis was conducted by finding the means of both frequency of
use and effectiveness of tactics. Based upon the overall
results, the tactics were ranked under each role to elucidate
what is the frequency of use of each tactics and how effective
it would be in each role.
No statistically significant differences was revealed in
selection of Influence tactics by managers in different
managerial riles. In Interpersonal, informational and decisional
roles, managers mostly used rational persuasion, consultation
and legitimating tactics to influence their subordinates. The
same trend is also noted in effectiveness of these tactics. The
use of exchange, ingratiation and pressure tactics is less. The
same tendency is also noted in effectiveness of these tactics in
different managerial roles.
